Sponsorship and exhibition sales have more data, technology and information available to them than ever before, particularly with the arrival of AI. Yet many event organizations still struggle to turn all that information into action and, ultimately, revenue.
The difference is execution. It is the quality of the prospecting, the preparation before the call, the commercial conversation, the pitch, the ability to handle objections, the discipline of follow up, and the way sales teams are managed and kept focused on results.
With more than 25 years of experience building companies, developing sponsorship businesses and managing commercial operations across international markets, this diagnostic examines the commercial operation to identify where performance is being lost and where the greatest opportunities for growth lie.
Assessing the strategy behind the sponsorship and exhibition operation, including revenue objectives, available commercial opportunities, priorities, targets and the overall approach to maximising the event’s revenue potential.
Assessing the strength of the relationship between production and sponsorship sales, the level of interaction between the two teams, and whether the information and knowledge shared throughout the sales cycle enable the sales team to represent the event effectively.
Assessing the extent to which the event programme and its content are being analysed for their full commercial potential, and whether opportunities that could attract relevant sponsors and exhibitors are being identified and developed.
Assessing the structure and quality of the sponsorship and exhibition database, CRM and technology supporting the sales operation, and whether they provide the right information for effective sales execution, follow up and performance monitoring.
Reviewing the systems used to monitor the sponsorship and exhibition sales operation, establish and track KPIs (Key Performance Indicators), measure performance and provide the feedback needed to identify areas for improvement, reinforce training and keep the sales operation on track.
Evaluating the skills, capabilities and strengths of sponsorship and exhibition sales professionals and managers, and identifying areas where further development could strengthen individual and team performance.
Examining whether the sponsorship and exhibition sales team is trained and supported to develop the mental strength needed to deal with rejection, pressure and setbacks, maintain confidence and resilience, and sustain performance in the demanding reality of sales.
Reviewing the research conducted for each prospective sponsor or exhibitor, including the company, decision maker and business context, and whether the salesperson is prepared to execute from initial contact through the sales pitch.
Reviewing the sales pitch used by the team, and whether it provides a clear structure and consistent approach to the sales conversation, communicates the value of the sponsorship or exhibition opportunity effectively, and moves the opportunity toward the close.
Assessing the systems and practices used by the sponsorship and exhibition sales team to anticipate, manage and overcome objections throughout the sales process, from the first “no” through the pitch, qualifying questions and closing.
Assessing the systems and practices used by the sponsorship and exhibition sales team to advance qualified opportunities toward the close, including the approach used to identify buying signals, address final objections and recognize when an opportunity is ready to close.
Reviewing whether the company has a strong sponsorship and exhibition sales training strategy and program, supporting salespeople throughout their development and providing the structure and consistency needed to strengthen team performance.
Reviewing the way the sponsorship and exhibition sales team is led and managed, including the support, coaching and direction provided to the team to maintain performance and encourage continued development.